Leadership competency models

被引：115
|
作者：
Hollenbeck, George P.
McCall, Morgan W., Jr.
Silzer, Robert F.
机构：
[1] Univ So Calif, Marshall Sch Business, Los Angeles, CA 90089 USA
[2] Hollenbeck Associates, Livingston, TX 77351 USA
[3] Human Resource Assessment & Dev, New York, NY 10011 USA
来源：
LEADERSHIP QUARTERLY | 2006年 / 17卷 / 04期
关键词：
leadership competence; leadership competencies; leadership development; experience; HR systems; leader characteristics; competency models;
D O I：
10.1016/j.leaqua.2006.04.003
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
In this exchange of letters, Hollenbeck, McCall, and Silzer exchange views on the value of leadership competency models. Hollenbeck and McCall argue that the assumptions behind competency models are problematic and that the field's uncritical acceptance of this technique has negative consequences, including a return to the "great person" view of leadership and a disregard for "great results." Silzer counters with an examination of the benefits of leadership competency models for individuals and organizations. In his view, the developers and users of competency models do not succumb to an overly simplistic view of leadership effectiveness, and the way forward is a more comprehensive model of effectiveness. (c) 2006 Elsevier Inc. All rights reserved.
引用
收藏
页码：398 / 413
页数：16
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